Abstract

Abstract. The issue of gender parity in the management system plays an important role in the world. The problem is raised at all levels and its solutions are always on the agenda. The dominance of men in high management positions in the 20th century has led to the fact that now gender equality is a matter of many scientific works. At the same time, the state apparatus always stood aside and was practically not touched. But there are enough problems with gender inequality. Ignoring this problem, today, will lead to a return to the days when professionalism was determined by gender and not by knowledge. The main task is to characterize the state of gender parity in the public administration system. The main purpose of the article is to evaluate the available statistical data on the gender ratio of men and women in the state authorities of Ukraine, as well as to calculate the coefficient of gender asymmetry in the management system. As a result of the analysis, it was determined that the essence of gender policy in the system of public administration and governance should not be aimed at «highlighting» a woman's status in front of men in a special way, but to ensure an optimal balancing of the participation of both the former and the latter in making any decisions. in the management system, thereby establishing appropriate equity. Women and men should not be «special» to stand out in the management system and in the field of public administration. Consideration should be given to professionalism, competence, honesty and conscience during the service. The article provides a detailed analysis of the distribution of representatives of both male and female sides in the system of public administration and management at all levels. It was found that today there is a certain inequality in the work of the management system towards men in the field of public administration. Keywords: gender, gender parity, public administration, governance, management system. JEL Classification J16, K38, L38 Formulas: 1; fig.: 0; tabl.: 4; bibl.: 17.

Highlights

  • Representatives of classical and traditional society defend the value foundations of human existence — you cannot use the concept of gender in your discourse, since the latter is destructive for these reasons

  • It is safe to say that the fight against gender ideology in Europe should become one of the priorities of national security

  • In order to use this formula to assess gender parity in public administration, we took data on the percentage distribution of women and men in government bodies of Ukraine, which were obtained from the annual reports of the Statistics Service of Ukraine for 2013—2019 (Table 2 and 3)

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Summary

Introduction

Representatives of classical and traditional society defend the value foundations of human existence (family, marriage, patriotism) — you cannot use the concept of gender in your discourse, since the latter is destructive for these reasons. Modern trends in gender inequality in European society make it possible to identify such gender differentiated manifestations in public administration in the management system: - limited opportunities for professional growth of women and their participation in political, business, material networks; - low level of gender parity in the public consciousness and women's solidarity; - unsatisfactory involvement of socially and professionally active women who have received modern education and have more effective approaches to solving political issues and public administration; - lack of public strategy, ideology and culture, rules of equal competition to attract women to politics and public administration; - overcoming public disbelief in improving the situation in the state in the event of an increase in women in senior government positions and in parliament. In order to use this formula to assess gender parity in public administration, we took data on the percentage distribution of women and men in government bodies of Ukraine, which were obtained from the annual reports of the Statistics Service of Ukraine for 2013—2019 (Table 2 and 3)

Local authorities public administration
Findings
Conclusions
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